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Winning culture shrm jax 2010 conference

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Slide deck from SHRM Jax Master Class on Building a Winning culture by John Spence.

Slide deck from SHRM Jax Master Class on Building a Winning culture by John Spence.

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  • 1. Building A Winning Culture John Spence 2010 SHRM Jacksonville Conference
  • 2. A few of my clients:
  • 3. What does this mean to me? How can I use this idea? What can I do right away? I am NOT a guru…
  • 4.  
  • 5.
    • The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business is…
    The level of highly satisfied and engaged EMPLOYEES in your business.
  • 6. Key Drivers of Customer Satisfaction and Loyalty T olerate N othing L ess From: Practice What You Preach by Maister Global study: 16 countries 529 companies 15,589 respondents Financial Performance Quality P&S & Customer Relationship Employee Satisfaction Empowerment High Standards Long-term Orientation Enthusiasm, Commitment, Respect Training & Development Fair Compensation CR= 104.12% increase in profits CR= .404 CR=.334 CR=.277 CR=.275 CR=.249 CR=.280 Coaching CR=.285 CR=.371 CR=.365 CR=.191 CR=.247
  • 7. Customer Satisfaction Drives Customer loyalty… and Customer loyalty Drives Profitability A 5% increase in loyalty among your best customers… Can produce a profit increase of 25% – 85% I hate you I don’t care about you I love you 100% 90 80 70 60 50 40 30 20 Extremely Dissatisfied Somewhat Dissatisfied Slightly Dissatisfied Satisfied Very Satisfied Zone of Defection Zone of Indifference Zone of Affection Loyalty Customer Satisfaction Terrorist Evangelist
  • 8. Highly satisfied and engaged employees can drive as much as a 189% increase in profitability! Culture = Cash
  • 9. (T + C + ECF) x DE = Success
  • 10. T = Talent Talent
  • 11. Here is how I define talent…
    • Highly Competent
    • Impeccable Character
    • Excellent Communicator
    • Positive Attitude
    • Creative /Innovative
    • Risk Tolerant
    • Strong Drive
    • Solid Team Player
    Job Description + Competency Model WHAT WHO
  • 12. What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable.
  • 13.
    • Lack of TRUST
    • Lack of candor
    • Lack of commitment
    • Lack of accountability
    • Lack of results
  • 14. John Spence High Performance Team Model
    • D
    • M
    • C
    • C
    • M
    • D
    irection – vivid, clear, inspiring --- shared easurements – specific, observable, focused ompetence – very good at what they do ommunication – open, honest, courageous utual Accountability – all team members iscipline – do this every day
  • 15. 11 Key Team Competencies:
    • Setting clear, specific and measurable goals.
    • Making assignments extremely clear and ensuring required competence.
    • Using effective decision making processes within the team.
    • Establishing accountability for high performance across the entire team.
    • Running effective team meetings.
    • Building strong levels of trust.
    • Establishing open, honest and frank communications.
    • Managing conflict effectively.
    • Creating mutual respect and collaboration.
    • Encouraging risk-taking and innovation.
    • Engaging in ongoing team building activities .
    1 - 10
  • 16. Best Practices: Talent
    • Create a pipeline of talent into your company.
    • Hire for attitude – train for skills.
    • Train people how to interview.
    • Use team interviewing.
    • Use a focused competency model.
    • Use numerous types of testing.
    • Do a thorough reference check.
    • Make sure they really want to work for you.
    • Hire slow – fire fast .
    Make “Hiring Right” a core competency!
  • 17. C = Culture
    • Business Side
    • Innovation
    • Accountability
    • Execution
    • Customer Focus
    • Ownership Mentality
  • 18. The Four Pieces of Paper…
  • 19. A Culture of Leadership
    • Character
    • Courage
    • Communication
    • Collaboration
    • Compassion
    • Contribution
  • 20. The key elements of a winning culture: Employees
    • Fun
    • Family
    • Friends
    • Fair
    Freedom Pride Praise Meaning Accomplishment 1 -10
  • 21. What do engaged employees look like?
    • They give more discretionary effort.
    • They consistently exceed expectations.
    • They take more responsibility and initiative.
    • They receive better customer service ratings.
    • They offer more ideas for improvement.
    • They promote and model teamwork.
    • They volunteer more for extra assignments.
    • They anticipate and adapt better to change.
    • They persist at difficult work over time.
    • They speak well of the organization.
    1 - 10
  • 22. The Six Universal Drivers of Engagement
    • Caring, competent, and engaging senior leaders.
    • Effective managers who keep employees aligned and engaged.
    • Effective teamwork at ALL levels.
    • Job enrichment and professional growth.
    • Valuing employee Contributions.
    • Concern for employee well being.
    • 1 - 10
  • 23. Best Practices: Culture
    • Make hiring “right” a core competency
    • Manage the corporate culture as a key asset
    • Establish a clearly communicated vision for success
    • Focus on employee satisfaction and engagement as a strategic objective
    • Set high standards and hold people accountable to those standards
    • Refuse to tolerate mediocrity
    • Be a fanatic for training, coaching and mentoring across the organization
    • Empower your people to go out and “wow” the customer
  • 24. E xtreme C ustomer F ocus
  • 25. VOC = Voice of the Customer
  • 26. (T + C + ECF) x DE = Success
  • 27. 10 – 15 %
  • 28. What Inhibits Execution? National Survey of 4,000 Senior Executives
    • 4. Inability to work together (21%)
    • 3. Company culture (23%)
    • 2. Economic climate (29%)
    • 1. Holding onto the past / unwillingness to CHANGE (35%)
  • 29. In other words…
    • In order to succeed you need a high-performance team that embraces a strong culture of disciplined execution and accountability while being nimble, agile and adaptable to changes in the marketplace.
  • 30. Where are we going + how will we behave on the way? Focus Differentiation “ No” Stakeholders + guiding collation Vision + Values Strategy Plans Goals / Objectives Tactics / Actions Procedures / Protocols Repeatable Process Clear / consistent / relentless @ Execution Training + time / money / supplies / people Measure Track & Post Transparency Renewal Praise + Celebration Eliminate Mediocrity
  • 31. Disciplined Execution
    • Clear Vision
    • Detailed Strategy
    • Guiding Coalition
    • Alignment
    • Systems
    • Communication
    • Support
    • Measure & Post
    • Adjust
    • Reward / Punish
    1 - 10
  • 32. SUMMARY of Key Strategies
    • Create a talent pipeline
    • Intensive hiring process = Hire Right
    • Company culture managed as a strategic asset
    • Customer service as a key strategic differentiator
    • Own the VOC
    • Set clear standards – establish key processes
    • Nail the “Moments of Truth”
    • Measure – post – track – reward/punish
  • 33.  
  • 34. T HANK Y OU If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.com Also, you might find value in the ideas I share in my blog. You can sign up for it at: www.johnspence.com/blog Lastly, these slides have already been uploaded to: www.slideshare.net/johnspence